Software Architecture, Process and Management Project Management
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1 Software Architecture, Process and Management Project Management Allan Clark School of Informatics University of Edinburgh Semester Two
2 Software Architecture, Process and Management Clarifications Everyone Dear Allan is fine, in particular I m not a professor, but thanks for the implied promotion Your self-imposed deadline, also imposes a deadline on your feedback Two weeks after your deadline I should give you adequate feedback This is not so interesting to the level 11s who have one shot Level 10s, you could potentially write a follow up post (at least for your second post) taking into account your feedback. It will have to be about a different topic though
3 SAPM Clarifications Level 11s Your only default deadline is Thursday 28th March 4pm, for submission of your report You may: Impose an earlier deadline upon yourself by ing it to me I suggest doing this by the end of this week, but that is only a suggestion me proposing a topic, which I will approve (or reject) and may generally comment upon. Note though that I only guarantee to respond within three working days You may submit before your deadline, but: you may re-submit before your deadline Hence I won t start to mark it until your deadline The deadline for me giving returning your feedback and provisional marks is two weeks after your deadline, not when you submit it. If you intend it to be your absolute last version let me know.
4 SAPM Software and Buildings In the first lecture I compared software projects with building projects. Nobody believes that one can take 100 people who can individually build a rabbit hutch, put them together, and obtain a team capable of building anything suitable for humans, even a small cottage. Yet this essentially the expectation for large software projects Take 100 people who can individually create small scripts Put them in a bunch of cubicles You will have a new operating system in 3-4 months Nobody looks for the most successful brick-layer and asks that person to design a new large building The person they look for is called an architect
5 SAPM: Software and Buildings First things first A large software project usually begins with the hiring of several software developers These are expected to start coding, more or less immediately A large building project does not begin in this way It begins with the hiring of an architect The architect designs the building Contractors bid for the contract to build the building There is often some back-and-forth between the architect and the constructors at this point The contractors then plan the construction Eventually constructions begins
6 SAPM: Software and Buildings Differences Let s be fair there are some differences between software and building construction A software project is more malleable to change If a given design isn t working it can be changed Requirements change, sometimes called feature creep Construction projects on the other hand cannot get halfway through only to realise that the design is not stable Customers often do not know what they want, they are not often software experts themselves But everyone is fairly expert in building usage
7 SAPM: Software and buildings Differences We have been building buildings for a lot longer than we have been building software This is a picture of Skara-Brae in the Orkney Islands It is neolithic occupied around 3180 BCE-2500 BCE
8 SAPM: Software and Buildings Company Origins The world s oldest known company Kongō Gumi Co., Ltd Japanese construction company founded in 578 Unfortunately went to administration in 2006
9 SAPM: Software and Buildings Company Origins The world s oldest known company Kongō Gumi Co., Ltd Japanese construction company founded in 578 Unfortunately went to administration in 2006 Not really true, as Microsoft was founding in 1975
10 SAPM: Software and Buildings Uhm This is what happens when you establish your company in the 70s
11 SAPM: Software and buildings Quick Pop Quiz When was the company Nintendo established? What kind of company is Nintendo?
12 SAPM: Software and buildings Quick Pop Quiz September 1889 It s now a video game company but originally was a card company, then a toy company
13 SAPM: Large Project Management Project Management Despite these differences, large software projects are nevertheless still large projects As such many successful approaches for managing large projects have been adopted for the management of large software projects Some successfully, some not so successfully In the remainder of this lecture we will look at some of these approaches and attempt to relate them to software projects This lecture though is mostly to set the basis for the discussion in future lectures
14 Software Architecture, Process and Management Project Management A project is a temporary endeavour to produce a unique product, service, or result (PMI 2004). Project management techniques were originally developed for engineering projects like building construction. Project management focuses on planning, scheduling, monitoring, and controlling the complex interdependencies among subtasks. Project management techniques are most relevant when considering the entire project in which software development is embedded, which includes other activities such as documentation, training, hardware, etc.
15 SAPM Formal Project Management Example Project Consider building a garden shed, which involves: 1. Designing the shed 2. Figuring out what materials are needed 3. Ordering or purchasing the materials 4. Putting together the various parts Some of these tasks depend on the others, some must be scheduled, some take labor, etc.
16 SAPM Formal Project Management Project Management Tasks Probably before work starts, need to figure out: What needs to be done What order they can be done How long each will take How long the whole project must take in principle How long the whole project is expected to take, given finite resources
17 SAPM Formal Project Management Project Scope Statement In order to make any decisions about the project, it needs to be made concrete. This is done by writing a scope statement, such as: We will build a garden shed capable of holding 2 bicycles, a lawn mower, and a small workbench Planning permission will not be needed We will not connect it to electric or water mains It cannot cost more than 1000 pounds or take longer than 1 month (may be a constraint rather than scope) Note that the scope statement includes not only what it will do, but what will not be included.
18 SAPM Formal Project Management Work Breakdown Structure A WBS is a diagram showing the major subtasks of the project: Rule of thumb: break things down as far as necessary to estimate and schedule them, and no further. Build Shed Planning Obtain Materials Construction Pour foundation Build frame Install siding Install roof Finish (door, etc)
19 SAPM Formal Project Management Network Diagram Design Materials List Order Materials Deliver Materials 4 Hours Install Siding Pour Foundation Build Frame Finish Install Roof 2 Hours Network diagrams can be constructed from the WBS, adding dependencies and estimated durations. Note that you can have different network diagrams for the same project, depending on your assumptions and approach.
20 SAPM Formal Project Management Critical Path Design Materials List Order Materials Deliver Materials 4 Hours Install Siding Pour Foundation Build Frame Finish Install Roof 2 Hours The critical path is the longest path through the network diagram it is the minimum duration of the project if there are infinite resources (so that tasks can occur in parallel) and accurate estimates. Here, everything but putting up the siding is on the critical path, and must happen in the order specified.
21 SAPM Formal Project Management Slack Design Materials List Order Materials Deliver Materials 4 Hours Install Siding Pour Foundation Build Frame Finish Install Roof 2 Hours Tasks not on the critical path have slack the duration by which they can be late without making the project later than the critical path duration. Here, putting up the siding has one hour of slack: one hour longer than estimated is ok but if it takes longer it will be the new critical path, and delay the project. Recall, this is assuming you have enough resources (in this case, people and tools) to allow these two jobs to proceed in parallel
22 SAPM Formal Project Management PERT/CPM Charts Network diagrams come in a variety of flavors with different names: A Program Evaluation and Review Technique (PERT) chart shows dependencies and time estimates, using 3-point estimates. The Critical Path Method (CPM) chart is a related alternative, using single estimates. Both show similar information, but use different methods for calculating the critical path and slack.
23 SAPM Formal Project Management Gantt Chart A Gantt chart shows the tasks and their durations graphically, in calendar form, with one bar per activity. The bar shows the earliest start date and expected duration.
24 SAPM Formal Project Management Gantt Chart Gantt charts can also show Summary activities (not here) dependencies with lines (see SBML to Bio-PEPA) Milestones, the dotted crosshairs The dependencies make slack clear (see SBML to Bio-PEPA)
25 SAPM: Estimating Tasks How do we decide how long each task will take? Mostly by guessing Many companies keep data on estimates
26 SAPM: Estimating Tasks How do we decide how long each task will take? Mostly by guessing Many companies keep data on estimates Let s play a quick game
27 SAPM: Estimating Tasks How do we decide how long each task will take? Mostly by guessing Many companies keep data on estimates Let s play a quick game The task: Write a Java to HTML translator It needn t do any error detection/correction But nor need it translate invalid JAVA You cannot use an existing one, but you can use libraries for parsing text or even parsing Java itself.
28 SAPM: Estimating Tasks How do we decide how long each task will take? Mostly by guessing Many companies keep data on estimates Let s play a quick game The task: Write a Java to HTML translator It needn t do any error detection/correction But nor need it translate invalid JAVA You cannot use an existing one, but you can use libraries for parsing text or even parsing Java itself. Write down, how long you think this would take a single developer?
29 SAPM: Estimating Tasks How do we decide how long each task will take? Planning Poker is a game doing this rounds in development circles There are cards for: bocker-och-produkter/planning-poker And a web-based implementation:
30 SAPM Formal Project Management Resources All these charts assume infinite resources things that can logically happen in parallel, are assumed to happen in parallel. In reality, there are limited resources, so there are often many dependencies not shown in the charts. E.g. if only one person is available to work on the shed project, the siding and roofing tasks must be done in serial, due to the resource constraint.
31 SAPM Formal Project Management Crashing/Fast Tracking If the critical path is still not fast enough, its possible to shorten the duration by changing some assumptions. Crashing: Change the duration of some critical task, e.g., if it is possible to parallelize it by assigning more people to it. Fast tracking: Allow tasks to be done in parallel by changing the logic in the network diagram. If tasks can be parallelized (as in building construction) these allow total duration to be greatly reduced.
32 SAPM Formal Project Management For More Information Project Management Institute (PMI): Largest international project management organization; US-based (pmi.org) International Project Management Association (IPMA): Oldest international project management organisation ( Association for Project Management (APM): UK-based national organisation ( Project Management Glossary:
33 SAPM Formal Project Management Use Project Management for your Software Projects? Why? Software is just a project like any other, with tasks, interdependencies, resources, etc. Right? Why not? The vast majority of software development tasks cannot be estimated up front doing so requires knowing the requirements and the design, plus how long debugging will take after those three tasks there s very little work left. Clear win for Project Management: Software projects embedded into larger projects. Here, the software must be delivered on time for the rest of the project to succeed, and depends on the other parts. In such cases, project management is very useful. Within the software-only portion, perhaps not.
34 SAPM Formal Project Management Summary Project management charts and techniques are useful for scheduling tasks with complex dependencies WBS: main tasks Network diagram: dependencies, durations Gantt: calendar Be careful not to trust the charts just because they look fancy; e.g., many constraints are not shown
35 SAPM Related Reading Required Reading Michael C. Glen. A Guide to Network Analysis. A.B. Pyster, R.H. Thayer. Software Engineering Project Management 20 Years Later. IEEE Software, September/October W. Royce. Successful Software Management Style: Steering and Balance. IEEE Software, September/October R.N. Charette. Large-Scale Project Management Is Risk Management. IEEE Software, July 1996.
36 SAPM Related Reading Suggested Reading S. Garcia. How Standards Enable Adoption of Project Management Practice. IEEE Software, September/October B. Boehm, R. Turner. Management Challenges to Implementing Agile Processes in Traditional Development Organizations. IEEE Software September/October P.C. Clements, L.G. Jones, L.M. Northrop, J.D. McGregor. Project Management in a Software Product Line Organization. IEEE Software September/October IEEE Standard for Software Project Management Plans. SEOC 2006/2007 Lecture Notes on Project Management. ACM/IEEE Software Engineering Code of Ethics Goldratt, Eliyahu M., Critical Chain, North River Press, 1997.
37 Any Questions Any Questions?
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